Maintaining the talent pipeline during M&A

Maintaining the talent pipeline during M&A

Posted by Tom Joseph, Bill Cleary, and Bhawna Bist on March 21, 2017.

It’s no secret that mergers & acquisitions (M&A) can disrupt ongoing business activities. This disruption also impacts HR customers, both internal (executives, managers, employees) and external (applicants, retirees, vendors/suppliers). Leaders often turn their attention inward during M&A, leaving one group critical to the growth of the business overlooked: the external talent market.

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Even when the numbers add up, culture clashes can erode M&A value

Even when the numbers add up, culture clashes can erode M&A value
Posted by Sarah Hindley on December 20, 2016.

  • Differences in decision-making approaches and employment philosophies between an American acquirer and its Japanese acquisition keep integration planning in limbo for months.
  • The merger of two American companies with similar interests seems like it should be rather seamless—except that the target company has a significant workforce population in Germany. As integration work begins, differences in communication and collaboration styles soon surface, hindering the two companies’ ability to work together to realize deal value.

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New at Workday Rising:

Supporting health care M&A

New at Workday Rising: Supporting health care M&A
Posted by Peggy Chin on October 25, 2016.

Leaders in HRIS and benefits at Rochester Regional Health recently presented their experiences at Workday Rising in Chicago. The health system serves the greater Rochester and Finger Lakes region of New York and, like many others in its industry, has been growing steadily by merger and acquisition. The reasons Rochester chose Workday and the benefits that decision has enabled make an interesting case in point for organizations in any industry looking to move HR systems to the cloud or better manage the talent aspects of M&A activity.

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Why M&A should be a critical HR competency

Why M&A should be a critical HR competency

Posted by Tom Joseph and Michael Gretczko on August 16, 2016.

We’re halfway through 2016 and the brisk pace of mergers & acquisitions (M&A) continues. Through April, global M&A activity had already eclipsed $1 trillion in deal value.1 This is strong evidence that C-suite executives continue to view M&A as an effective way to increase shareholder value. As a result, HR functions must be prepared to support their organization’s people, processes, and technology through the entire M&A life cycle.

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Managing talent in a post-M&A world

Managing talent in a post-M&A world

Posted by Elaine Loo and Heiko Dorenwendt on December 3, 2015.

If it isn’t broken, don’t fix it. Or so the old saying goes.

In the breakneck world of mergers, acquisitions, and consolidations in life sciences and health care, businesses are often bought or absorbed not because they are broken but because they are thriving and leaving their mark in a key targeted segment of the marketplace.

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HR’s Role in the High Stakes M&A Game

HR's Role in the High Stakes M&A GamePosted by Kevin Knowles

A mergers and acquisitions (“M&A”) deal can be a transformational opportunity for an organization—opening up new product offerings and markets, filling talent gaps, improving operational performance and more. Much of its potential, however, depends on senior leaders playing the right cards, before, during and after the deal. Human Resource (“HR”) leaders can help them do that.

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